Progressive Design-Build in UtahKen TalbotStatewide Acceptance Engineer

Current Progressive Design Build Projects

• US-89• Project Value ~ $489 M

• I-15 & 900 South• Project Value ~ $350 K

US-89 Project Overview

• 9.7 Miles

• 4 New Interchanges

• 2 New Grade Separated Crossings

• New Surface Street Connections to the Interchanges

• Additional Lane of Travel in each Direction

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US Forest trailhead

access

Future transit Park-n-Ride location

Municipal water tank

Major petroleum supply line

Overview: Challenges & Constraints

Stringent BOR requirements over its

waterline

Fault line

I-15 & 900 South Delivery Method

• Why PDB for this Project?• Department did not know the scope.• Needed Contractors ability/help to adequately evaluate the situation.• Arrive at a collaborative and optimized solution. • Delivery method best fit the situation

UDOT’s Approach to Progressive Design-Build1) Qualification Based Selection: Looked to partner with the

Contractor to develop the PDB process.

2) Scope Evaluation: Ability to make better informed decisions with the Contractor assisting.

3) Open Book Price Evaluation: Construction pricing used two Independent Cost Estimate (ICE) for bid reconciliation.

4) Contract Structure: Final contract structure is based on UDOT’s Design-Build template.

UDOT’s PDB Workflow

Mind Shift to PDB from DB or CMGC• Alternate Technical Concepts (ATC) => Progressive Concept Evaluation (PCE)• Request For Proposal (RFP) => Basis for Design & Construction (BDC)• Opinion of Probably Construction Cost (OPCC) => Construction Price and

Proposal (CPP)

Getting the Project UDOT Wants1) Opportunity: An Owner-controlled, Contractor-involved

scoping

2) Optimization: Constructability and innovation integrated into the project

3) Reliable: Collaborative risk allocation to resolve project challenges – use of provisional sums.

A Community-Influenced Project

Accelerated Delivery: DB vs. PDB

Schedule Savings:8 months

$489M

A Different Team Structure

1) Contractor-engaged input during scoping phase

2) A collaborative Owner-Contractor relationship

3) Program Manager as an extension of UDOT staff

4) ICE to validate pricing

Design

Constructability

Quality

Estimating

Contract Docs

Risk Mngmt.

Schedule

3rd PartyAgreements

Support Lead ---

Support Lead Support

Blended Blended ---

Independent Independent Independent

Lead Support ---

Support Lead ---

Support Lead Independent

Support Lead ---

Role

UDOT(Owner)

PIROW

Env.

PDB TeamProgram Manager ICE

Responsibility

A Focus on Optimization

All team members developed progressive concepts to:

1) Enhance constructability from day 1

2) Challenge preferences and expand new techniques

3) Engage challenges and constraints head on

BEFORE

Optimizing Oak Hills Road

New culvert

Stringent BOR requirements over its

waterline

Limited access to the Holmes Creek area

US Forest Trailhead

Access

Major petroleum supply line

Created location for project fill (94K CY):

$600k savings

Improved access to the Holmes Creek

area

Eliminated need for box culvert:

$500k savings

Mitigated BOR impacts w/ lightweight fill and wall:

$1.2M savings

Savings Total:$2.3M

Combined trailhead parking and transit park-n-ride facility

AFTER

A Quality Organizational Structure that Improved Efficiency

Construction Proposal and Pricing (CPP)• Utah Law Requires 3 Estimates• Project Goal +/- 5%, Actual was < 2.0%

US-89 Progress• Contractor Selected Fall 2018• Contractor Mobilized Equipment Spring 2019 for limited work.• Currently the site evaluation is complete and design is 75% complete• NTP and ATP1 was Jan 2020• ATP 2 was Feb 2020

I-15 & 900 South Progress• Contractor Selected Summer 2019• Contractor Mobilized Equipment Fall 2019• Currently the site evaluation is complete and design is complete• Price is being negotiated in anticipation of work in summer 2020

Lessons Learned:

• Project was way under budget and being sued; which caused unknown schedule duration – PDB was chosen because of this

• Blended roles of the Design-Builder

• Established budget and schedule expectations

• Engagement of the program management team simultaneously

• Right-size independent estimating resources

• Risk allocation is more dynamic due to conforming nature of the contract

Lessons Learned: PDB Value Added

• Innovation and creativity due to loosely defined scope

• Release of early packages

• Risk reduction through focused geotechnical investigations

• Feasible MOT plan that reduced local and highway impacts

• Construction Quality Management Plan approved prior to Contract – This allowed the Contractor to accurately bid the project with little risk.

• Utilization of existing materials

Lessons Learned: PDB Value Added

• Unconstrained dialogue to explore innovative concepts

• Public Trust

• No Surprises

• Contractually

• Publicly

• Contractor is involved in Contract Creation (Not a lowest common denominator contract)

Informational Contacts & Questions

UDOT Innovative Contract EngineerMatt Zundelmzundel@Utah.gov(385) 228-8672

I-15 & 900 South ProjectBryan Chamberlainbchamberlain@Utah.gov(801) 887-3405

US-89 ProjectMichael Romero – PM

michaelromero@Utah.gov(801) 618-7746

Bret Krebs – REbkrebs@Utah.gov(435) 994-9064